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Executive Assessment

ACusBus Executive Pulse

A concise executive assessment to surface execution friction, governance drag, operating model misalignment, accountability gaps and AI adoption risk.

Step 1: Participant Details

Execution Alignment

Response scale: 1 Never, 5 Consistently
A1. Strategic priorities change faster than execution structures can adapt.
Never Consistently
A2. Teams operate efficiently individually, but cross-functional execution remains slow.
Never Consistently
A3. Delivery metrics appear healthy even when business outcomes lag.
Never Consistently
A4. Teams clearly understand how their work contributes to strategic objectives.
Never Consistently

Governance Friction

Response scale: 1 Never, 5 Consistently
B1. Governance mechanisms create more coordination overhead than execution clarity.
Never Consistently
B2. Decision-making delays significantly affect delivery timelines.
Never Consistently
B3. Important decisions require excessive escalation.
Never Consistently
B4. Teams can make execution decisions without unnecessary approval layers.
Never Consistently

AI Operating Risk

Response scale: 1 Never, 5 Consistently
C1. AI adoption initiatives are progressing faster than governance or operating model adjustments.
Never Consistently
C2. Leadership lacks clear visibility into AI's impact on delivery quality or productivity.
Never Consistently
C3. AI tooling has introduced inconsistencies in delivery or engineering practices.
Never Consistently
C4. Clear guidelines exist for how AI should be used within delivery teams.
Never Consistently

Operating Model

Response scale: 1 Never, 5 Consistently
D1. Ownership boundaries across teams are frequently unclear.
Never Consistently
D2. Cross-team dependencies regularly delay execution.
Never Consistently
D3. Work often falls between teams because accountability is ambiguous.
Never Consistently
D4. Organizational structures support efficient execution of business priorities.
Never Consistently

Delivery Signal Quality

Response scale: 1 Never, 5 Consistently
E1. Leadership receives conflicting views of delivery performance from different reporting sources.
Never Consistently
E2. Teams spend significant effort reporting status rather than improving outcomes.
Never Consistently
E3. Delivery metrics encourage local optimization rather than business outcomes.
Never Consistently
E4. Leadership has a clear and trusted view of execution health.
Never Consistently

Open Ended Questions

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